KCS-content Thursday 28 October 2010 7:50 pm whatsapp Takeover target Potash smashes profit expectations thanks to strong demand PotasH, the world’s top fertiliser maker, steamrolled quarterly earnings expectations yesterday, on the back of stronger potash demand and higher prices for its nitrogen and phosphate-based nutrients.The Canadian fertiliser maker is currently battling a $39bn (£24.4bn) hostile bid from mining giant BHP Billiton. Potash Corp has flatly rejected BHP’s bid and launched a lawsuit against the Anglo-Australian miner in an attempt to stymie a takeover.Potash Corp said net income in the quarter ended 30 September rose to $402.7m, or $1.32 a share, up from a profit of $247.9m, or 82 cents, a year earlier. Quarterly revenue rose 43 per cent to $1.58bn.BHP launched the $130-a-share bid in August, but Potash’s stock has consistently traded well above that level, indicating that a sweetened bid will be required for the suitor to carry the day.The company’s potash business, which typically accounts for the lion’s share of its profits, generated two-thirds of the company’s gross margin in the quarter, as demand for the key crop nutrient has staged a steady comeback following a lean patch. Read This NextRicky Schroder Calls Foo Fighters’ Dave Grohl ‘Ignorant Punk’ forThe WrapCNN’s Brian Stelter Draws Criticism for Asking Jen Psaki: ‘What Does theThe WrapDid Donald Trump Wear His Pants Backwards? Kriss Kross Memes Have AlreadyThe WrapHarvey Weinstein to Be Extradited to California to Face Sexual AssaultThe WrapPink Floyd’s Roger Waters Denies Zuckerberg’s Request to Use Song in Ad:The Wrap’The View’: Meghan McCain Calls VP Kamala Harris a ‘Moron’ for BorderThe WrapNewsmax Rejected Matt Gaetz When Congressman ‘Reached Out’ for a JobThe Wrap’Sex and the City’ Sequel Series at HBO Max Adds 4 More ReturningThe Wrap2 HFPA Members Resign Citing a Culture of ‘Corruption and Verbal Abuse’The Wrap Share by Taboolaby TaboolaSponsored LinksSponsored LinksPromoted LinksPromoted LinksYou May LikeMisterStoryWoman Files For Divorce After Seeing This Photo – Can You See Why?MisterStoryTotal PastThe Ingenious Reason There Are No Mosquitoes At Disney WorldTotal PastMoneyPailShe Was A Star, Now She Works In ScottsdaleMoneyPailNoteabley25 Funny Notes Written By StrangersNoteableyDiscovery23+ Sports Stadiums Around the World That Are Abandoned NowDiscoverySerendipity TimesInside Coco Chanel’s Eerily Abandoned Mansion Frozen In TimeSerendipity TimesMagellan TimesThis Is Why The Roy Rogers Museum Has Been Closed For GoodMagellan TimesElite HeraldExperts Discover Girl Born From Two Different SpeciesElite HeraldZen HeraldThe Truth About Why ’40s Actor John Wayne Didn’t Serve In WWII Has Come To LightZen Herald whatsapp Show Comments ▼ Tags: NULL
Sameer Africa Limited (SAMEER.ke) listed on the Nairobi Securities Exchange under the Industrial holding sector has released it’s 2007 abridged results.For more information about Sameer Africa Limited (SAMEER.ke) reports, abridged reports, interim earnings results and earnings presentations, visit the Sameer Africa Limited (SAMEER.ke) company page on AfricanFinancials.Document: Sameer Africa Limited (SAMEER.ke) 2007 abridged results.Company ProfileSameer Africa Limited manufactures and imports tyres and automotive products and sells them through distribution outlets in Kenya, Uganda, Tanzania, Rwanda and Burundi. Products in its range sold under the Yana brand name include passenger textile and steel-belted radials, light truck radial and bias and tyres for trucks, buses, agricultural, industrial and off-road vehicles. Sameer Africa also produce a range of tube and tubeless tyres as well as flaps which are sold under the Bridgestone brand. It services the retail sector, large fleets and government sectors through wholly-owned and branded tyre centres found in the major towns and cities of Kenya. Sameer Africa has interests in property investment and manages a property letting agency. Formerly known as Firestone East Africa (1969), the company changed its name to Sameer Africa Limited in 2005. Sameer Africa Limited is a subsidiary of Sameer Investments Limited. Its head office is in Nairobi, Kenya. Sameer Africa Limited is listed on the Nairobi Securities Exchange
LATEST RUGBY WORLD MAGAZINE SUBSCRIPTION DEALS Ex-Scotland full-back Ian Smith bemoans the lack of spiral kicking in the modern game “If you do it vertically, there’s no way a full-back can stand his ground and take it”If you get the ball travelling flat, it will come out of the screw and into a screw going the other way and then go back again. So it’s like an S-shape. When that happens the ball goes for miles. And if you can do it vertically, there’s no way a full-back can stand his ground and take it. Or jump for it.At the dinner after the 1971 Scotland v Wales match, Barry John came up to me. I’d dropped the first ‘up and under’, losing the ball 20 feet in the air because it stopped flying properly. It just fell out of the sky. Barry said, “You didn’t know what was happening, did you? I’ve been experimenting with running left but kicking it off the outside of my right foot because it doesn’t fly properly.” That is genius.For up and unders, aim at the player; don’t make him run for it, land it to make him stand still. If you’re pinned waiting for the ball it’s a nightmare.I don’t understand why modern kickers do it the way they do nowadays. It seems to me such a weird and illogical kicking method. It obviously works but it’s not a thing of beauty.If a youngster wants to screw-kick, find someone who can teach you. Then go away and play a lot of kicking games. Can’t get to the shops? You can download the digital edition of Rugby World straight to your tablet or subscribe to the print edition to get the magazine delivered to your door.Follow Rugby World on Facebook, Instagram and Twitter. Rugby Rant: Bring back screw kickingWATCHING A skilled kicker, particularly a fly-half, is a wonderful sight. As a child I spent hours playing the kicking game ‘Gaining Ground’. At schoolboy camps you’d kick in gym shoes with no socks; it was a leather ball and if you didn’t catch it on the right part of your foot it hurt like hell.I was taught to screw-kick and could punt a leather ball 60 yards from boot to ground 50 years ago. It’s sad how rarely we see it used in the modern game.I’ve been told the (end-over-end) kick they use today has less room for error. But the screw (or spiral) kick is a lethal attacking weapon. And as well as the huge distance it provides, it reduces the risk of a charge-down because the ball isn’t being thrown up by the hand.I got in the Edinburgh Schools side when I was 16 or 17. At training, they said, “Kenny Scotland’s here, do you want somebody to kick with?” And that was the real eye-opener time. He could make the ball spin. He’d say, “Stand by the corner flag and kick the ball between the posts.” And the only way to do that is with a screw kick.The technique is simple; in fact, I once taught it to Charlton Kerr (now England Sevens) at a party in 20 minutes. Point the ball up the touchline and strike it with the outside of your foot; kick through the ball, bringing your leg up high over the other shoulder. It is bound to spin.
Sol House / Alexander Brenner ArchitectsSave this projectSaveSol House / Alexander Brenner Architects Projects 2013 Area: 433 m² Area: 433 m² Year Completion year of this architecture project CopyHouses•Stuttgart, Germany “COPY” Save this picture!© Zooey Braun+ 21 Share 2013 Houses Germany Photographs photographs: Zooey BraunPhotographs: Zooey Braun City:StuttgartCountry:GermanyMore SpecsLess SpecsSave this picture!Second Floor PlanText description provided by the architects. The site is situated along a residential road with buildings primarily dating from the 1930s as it is typical for Stuttgart’s hillside locations. The residence relates to the down-to-earth quality and the scale of the neighbouring two-storey, cubic houses, but the façade facing the street is, owed to modern living requirements, mainly closed.Save this picture!© Zooey BraunOn the upper level, primarily secondary rooms and areas requiring no windows are laid out on this side. Protrusions and recesses, the cantilever roof slab and varying surfaces, which extends out into the outdoor areas, generate a differentiated, deep and powerful image for passers-by.Save this picture!© Zooey BraunThe elongated building section reaching underneath the house, which accommodates the garages as well as secondary rooms, screens the garden from the public space. All living areas, on the contrary, open up in a downhill direction towards the forest in the south.Save this picture!South-east ElevationThe ground oor accommodates the jointly used rooms like the kitchen, the dining and living area. The upper level is reserved for guests and, rst of all, the parents. Making use of the cross slope, both the ground oor and the garden level below have a ground-level access to the southeast garden. The garden level provides plenty of space for the children’s areas as well as a sauna with a relaxation room.Save this picture!© Zooey BraunThe generous projecting southeastern roof as well as the continuous loggias located in front on the upper and ground level provide protection against the heat in summer, but allow passive solar gains when the sun is low in winter. The whole house is heated by means of a geothermal system, whilst solar heat is used for the production of hot water and the heating of the pool. Photovoltaic installations provide the required electricity.Save this picture!© Zooey BraunLatest technologies and modern energy supply were as important to the clients as simplicity, timelessness and the high processing quality of the durable and genuine materials.Save this picture!© Zooey BraunProject gallerySee allShow lessQuinta da Tília / Pedro Mauricio BorgesSelected ProjectsN8-house / Masahiko SatoSelected Projects Share Year: “COPY” ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/781059/sol-house-alexander-brenner-architekten Clipboard Year: Sol House / Alexander Brenner Architects CopyAbout this officeAlexander Brenner ArchitectsOfficeFollowProductsWoodSteelConcrete#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousesStuttgartGermanyPublished on January 29, 2016Cite: “Sol House / Alexander Brenner Architects” 29 Jan 2016. ArchDaily. Accessed 11 Jun 2021.
Kitchen:DOCACity:CardiffCountry:United KingdomMore SpecsLess SpecsSave this picture!© Richard WoodRecommended ProductsDoorsStudcoAccess Panels – AccessDorWoodLunawoodThermowood FacadesDoorsLonghiDoor – HeadlineEnclosures / Double Skin FacadesAlucoilStructural Honeycomb Panels – LarcoreText description provided by the architects. Glen Thomas Architecture’s latest project, ‘The Glasshouse’, is a radically contemporary development of a stunning three-story Victorian house in a Welsh conservation area, for a couple and their two children.Save this picture!© Richard WoodAlthough the clients brief was to preserve much of the original elements of the property, their main desire was LIGHT. In a dark, damp old Victorian structure, this was a big task to undertake.Save this picture!Ground Floor PlanWorking closely with the Structural Engineer, many of the load bearing walls were demolished, allowing for an open plan interior, whilst allowing a flood of natural light into the core of the house. The more recent addition of a double height flat roof extension was removed and replaced with a 9m long structural glass roof which had to be made in Germany and craned into position.Save this picture!© Richard WoodThe rear ground floor walls were replaced with full height glass walls. The new, transparent skin of the structure welcomes views of the sky and the tree lined avenue adjacent to the property, which can now be seen from anywhere on the ground floor.Save this picture!AxonometricThroughout the house, full height sliding pocket doors emerge from open spaces, allowing for rooms to be secretly sub-divided, creating a flexible spatial environment for its inhabitants.Save this picture!© Richard WoodThe new Anthracite aluminum clad, flat roof rear extension, formed a seamless internal continuation of the open plan Kitchen / Dining space, framing the garden. The hand made Eucalyptus wood and gray matt lacquer kitchen, the drop down cinema screen, the frameless glass steam-room and the integrated home audio and lighting systems, create a perfectly modern and detail engineered environment – a sympathetically designed, contemporary living space, within the fabric of a beautiful Victorian home.Save this picture!© Richard WoodProject gallerySee allShow lessPublic Bar / Nowadays officeSelected ProjectsThe Layer House / Rubrics ArchitectsSelected Projects Share The Glasshouse / Glen Thomas ArchitectureSave this projectSaveThe Glasshouse / Glen Thomas Architecture Manufacturers: Clear Living, Doca, Raynears Save this picture!© Richard Wood+ 16 Share ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/876518/the-glasshouse-glen-thomas-architecture Clipboard Alex French Associates “COPY” Structural Engineer: ArchDaily The Glasshouse / Glen Thomas Architecture United Kingdom Year: ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/876518/the-glasshouse-glen-thomas-architecture Clipboard CopyHouses, Renovation•Cardiff, United Kingdom Photographs “COPY” 2017 CopyAbout this officeGlen Thomas ArchitectureOfficeFollowProductsWoodGlassConcrete#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousesRefurbishmentRenovationCardiffWalesUnited KingdomPublished on August 12, 2017Cite: “The Glasshouse / Glen Thomas Architecture” 12 Aug 2017. ArchDaily. Accessed 11 Jun 2021.
“COPY” Manufacturers: IDSystems, Reeve Wood, Millboard, Naked Doors, Shou-Sugi-Ban, White polished ArchDaily “COPY” Architects: Gruff Area Area of this architecture project CopyHouses, Extension•London, United Kingdom United Kingdom ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/908212/algiers-road-gruff Clipboard Save this picture!© Ben Blossom+ 13Curated by María Francisca González Share 2018 CopyAbout this officeGruffOfficeFollowProductsSteelConcrete#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousesRefurbishmentExtensionEnglandLondonUnited KingdomPublished on December 25, 2018Cite: “Algiers Road / Gruff” 25 Dec 2018. ArchDaily. Accessed 11 Jun 2021.
Print Email NewsLocal NewsAir traffic report a “smokescreen” for Shannon declineBy admin – July 19, 2011 575 Twitter WhatsApp Linkedin Previous articleCourt hears that DPP is very busyNext articleSpecial trains to big hurling games in Thurles admin Advertisement THE situation at Shannon Airport continues to deteriorate, despite a report claiming that air traffic increased this year, according to sources on the ground.The Irish Aviation Authority recently revealed figures that claimed a 22.5% increase in commercial flights through Shannon last month, at 1,905, compared to a June 2010 figure of 1,555. It also states that overall air traffic was up 1.8% for the month.Sign up for the weekly Limerick Post newsletter Sign Up However, an airport taxi driver, and Shannon and Clare councillor, claims that the figures are a “smoke screen,” and do not reflect the truth.“We have hit a 16 year low at the airport and there is no work for taxi drivers,” Cllr Sean McLoughlin told the Limerick Post.“There’s no point putting up a smokescreen, saying figures are up.“Everyone is going to Dublin”.Cllr McLoughlin said that taxi drivers are lucky to get two fares a day.“There are 30 of us and nowhere near enough work.“Some go to the airport at 3.30am and hang around until the evening, making about €30 a day”.He stated that Clare County Council and the Limerick local authorities, need to have some involvement in the running of the airport.“We need more contact with the DAA (Dublin Airport Authority).“As the main authority, the county manager should have a seat on the board, and Limerick should have an involvement too, as how well Shannon performs also affects them”.He advocated increasing flights to London Heathrow and Paris Charles de Gaulle, for business passengers or those taking connecting flights.“There’s no point having 2pm flights, when business people want to go early in the morning and come back in the evening.“They don’t want to be gone for two nights, when business could be done in a day”.He claimed that a Cork company had recently withdrawn business from Shannon because of the lack of appropriate flight times.“They were putting 100 people on flights to Boston every week, but because there are now fewer flights and none in the winter, they are flying to Heathrow from Cork and taking connecting flights from there”.Despite the Irish Aviation Authority’s positive spin on figures from Shannon, the DAA’s annual report revealed that there are fewer people using the airport than 13 years ago, and that transatlantic traffic has declined by more than 50% in five years. Facebook
365 additional cases of Covid-19 in Republic Pinterest By News Highland – March 27, 2014 WhatsApp Twitter Denis DonaldsonThe family of a British intelligence informant say they will take legal action against the Gardaí over their failure to allow an inquest into his death.The family of Denis Donaldson say today will mark the 13th time that Gardaí have asked for his inquest to be postponed.Next week marks the 8th anniversary of Mr Donaldson’s murder in Co Donegal, which came only four months after he was revealed as an MI5 intelligence agent.In a statement to Highland Radio News the Donaldson family say that despite explicit assurances at previous hearings that no further time would be required by either Gardai or the Director of Public Prosecutions, Gardai now intend to apply for yet another adjournment.The family says they do not accept that there is a bona fide basis for a further adjournment in this case. The Gardai are now stringing along the Coroner’s court and the family with bogus claims and a flagrant disregard for ECHR obligations.They accuse the Minister of Justice of funding a State legal team which has consistently contested the Donaldson family’s desire to commence this inquest.They further claim the Minister of Justice has denied financial support to enable the family to be legally represented in these proceedings.The family say that the effectiveness and independence of the investigatory process, and the completed Garda investigation, has lost any credibility.They say the treatment of the Donaldson family is sadly entirely consistent with recent public scandals affecting the Gardai. Indeed, some of those involved in these scandals have had direct involvement in Denis’s case.The Donaldson family no longer has any confidence in the Gardai and will not be attending today’s inquest hearing.The statement concludes – Legal representatives for the family have now been instructed to actively pursue effective alternative legal remedies to ongoing infringements of the human rights of the Donaldson. Facebook WhatsApp News Facebook RELATED ARTICLESMORE FROM AUTHOR Denis Donaldson family heavily critical of Justice Minister as they confirm boycott of inquest Twitter Google+ Pinterest Main Evening News, Sport and Obituaries Tuesday May 25th Gardai continue to investigate Kilmacrennan fire Google+ Previous articleStranorlar woman taking part in first EU-wide Citizens Dialogue ForumNext articleEnda Kenny’s refusal to meet Omagh bomb families ‘soul destroying’ News Highland Further drop in people receiving PUP in Donegal 75 positive cases of Covid confirmed in North Man arrested on suspicion of drugs and criminal property offences in Derry
iStock/FrankvandenBerghBY: KARMA ALLEN, ABC News(NEW YORK) — A New York state firefighter filed a discrimination lawsuit against the North Tonawanda Fire Department, saying he was bullied for his disability and harassed for making safety complaints against the department.North Tonawanda firefighter Michael Zellner filed a complaint with the New York Division of Human Rights accusing Fire Chief Joseph Sikora and now-retired Assistant Chief Glenn Richau of bullying him because of his documented disabilities, according to court filings.According to the complaint, Zellner has a documented disability related to anxiety and depression, and he tried to voice concerns about safety within the department, but he claimed he was harassed in return. He said he also has physical injuries to his back and knee stemming from incidents on the jobHe also detailed several alleged incidents in which he felt punished and harassed after speaking up, accusing leaders of unfairly reprimanding him for petty infractions that did not earn co-workers the same punishment.According to the complaint Sikora and Richau called him a “p—-” at least once when he notified them about broken equipment. Zellner, who joined the department in 2006, also claimed he witnessed multiple instances of anti-Black racism from management.In one instance, Zellner claims he heard Richau bragging about pulling over “two stupid f—— n——.” In a separate incident, Zellner said he heard Richau say, “Do we even have to worry about Black people?” during a February 2019 training that referenced a Black victim and hospital patient. In the answer to the complaint, the city specifically denies these allegations.The alleged racist comments were captured on audio recordings, Zellner said, and a co-worker told Division of Human Rights investigators that he also witnessed the training incident and recalled Richau saying something along the lines of “who cares? He’s Black. Let him die.”An investigator with the Division of Human Rights confirmed the existence of recordings in connection with the case, according to Buffalo ABC affiliate WKBW, which said the n-word could be heard at least four times on audio, although it is unclear who made the statement.“Unfortunately, I can’t see the stuff that’s been happening, happen and just look the other way,” Zellner told WKBW. “But, I mean, it’s costing me tremendously in a lot of ways.”“These guys are not good people. … These guys are bad, evil guys,” he added.City attorney Luke Brown denied the allegations levied against the city and said it was first made aware of the firefighter’s alleged disability when he filed the complaint, according to court documents filed with the Division of Human Rights. The city also rejected any claims that it violated New York State human rights laws and requested the matter to be heard in court if necessary, according to the filing. It has motioned for the case to be dismissed.“As this is an ongoing legal and personnel matter, the City does not have any further comment then the Answer that was filed with the court, other than to note that the firefighter alleged to have made the comments no longer works for the City,” Brown told ABC News in a statement Wednesday.Furthermore, he said the city had not been provided with the recordings of the alleged racists comments “despite repeated attempts to obtain them from the claimant, his attorney and the Division of Human Rights.”Copyright © 2020, ABC Audio. All rights reserved.
Related posts:No related photos. Comments are closed. Previous Article Next Article Fishing in international watersOn 24 Oct 2000 in Personnel Today Top 10 global firms1. General Motors (Motor vehicles and parts) Headquarters – Detroit, US Global turnover – $189,058mWorkforce – 388, 000 Web site – www.gm.com 2. Wal-Mart Stores (Merchandising) Headquarters – Bentonville, Arizona, US Global turnover – $166,809mWorkforce – 1,140,000 (including 255,000 outside US) Web site – www.walmartstores.com 3. Exxon Mobil (Petroleum refining) Headquarters – Irving, Texas, US Global turnover $161,881m Workforce – 106,000 Web site – www.exxon.mobil.com 4. Ford Motors (Motor vehicles and parts) Headquarters – Michigan, US Global turnover $162,558 million Workforce – 364,550 Web site – www.ford.com 5. Daimler Chrysler (Motor vehicles and parts) Headquarters, Stuttgart, Germany Global turnover – $159,986m Workforce – 466,938 Web site – www.daimlerchrysler.com 6. Mitsui (Trading) Headquarters – Tokyo, Japan Global turnover – $118,555m Workforce – 10,702 (including3,543 overseas) Web site – www.mitsui.co.jp 7. Mitsubishi (Motor vehicles and parts) Headquarters – Tokyo, Japan Global turnover – $117,766m Workforce – 42,050 Web site – www.mitsubishi.co.jp 8. Toyota Motor (Motor vehicles and parts) Headquarters – Toyota, Japan Global turnover – $115,671m Workforce – 214,631 Web site – www.toyota.jp 9. General Electric (Diversified financial) Headquarters – Fairfield, Connecticut, US Global turnover – $111,630m Workforce – 340,000 Web site – www.ge.com 10. Itochu (Trading) Headquarters – Osaka, Japan Global turnover – $109,069m Workforce – 7,454 (including 2,200 overseas) Web site – www.itochu.co.jp Recruitment is the biggest challenge facing global companies. Sally O’Reilly looks at the movement of labour around the globe and what HR chiefs are doing to capture the top talentThe globalisation trend means that the search for the right staff is more complex and challenging than ever before. In theory at least, global firms can source people as well as materials anywhere in the world – the use of the Internet for recruitment has made this much easier. But in practice, finding the recruits you want, competing for people with sought after skills and winning their loyalty is anything but easy.Even so, the international recruitment market is expanding. According to the latest Recruitment Confidence Index, published by Cranfield School of Management, the Daily Telegraph and TMP Worldwide, 19 per cent of firms employing more than 1,000 staff have recruited from abroad in the past six months. And while international recruitment was once dominated by financial services firms and oil companies, the recent spate of international mergers and acquisitions means that a far wider range of companies are seeking staff with cross-cultural experience.These organisations aren’t looking for traditional “ex-pat” staff, who can go from one country to another, using the same management style in each case. International managers now need leadership skills which can be flexibly applied across a number of countries and cultures. For this, a different set of skills is needed, and major employers are looking for high flyers with the right experience. Increasingly, they are looking outside the UK.Clare Chapman, group HR director at supermarket Tesco, believes that competing for staff internationally is increasingly important. As Tesco is opening branches in Ireland, Asia and Central Europe and currently employs over 35,000 people abroad, this means honing and adapting recruitment policies while maintaining a clear central strategy.””It’s quite straightforward – good recruitment practices mean the skill and the will to go after the best,” she says. “We have best value standards that are very clear, and in recruitment terms the skill is the same across the world. But the way it looks may be tailored in the HR division in Poland, or in Singapore.”We know what we are looking for, and we know the values of the organisation. So we take the tools we have and customise them so that they work locally. For instance, in Poland there is low unemployment, so recruiting there is more difficult.” Making recruitment work in diverse situations while keeping employment practices consistent is a challenge for any global employer. Tesco tackles this by updating its recruitment procedure every year, and building in good practice ideas from all over the world. “For instance, when we opened a hypermarket in Newcastle upon Tyne, we used a 360-degree feedback tool which had been used by staff in Central Europe,” says Chapman.This ability to organise a coherent recruitment strategy which is responsive to different cultures is vital, believes Linda Holbeche, director of research at Roffey Park. But she thinks many firms have a long way to go. Holbeche argues that companies without a coherent strategy on international recruitment will lose out to those who manage to combine sensitivity to regional employment conditions with a clear central vision. “Recruiting overseas is an important chunk of the HR role, but a lot of HR teams aren’t doing terribly well,” she says. “Particularly, trans-national organisations, in which local regions are doing their own thing. Often, the same HR system isn’t used across the whole organisation, and they aren’t able to centralise information about who is doing what. And central information is needed.”Holbeche says the problem has been exacerbated by the changing role of HR, with smaller, downsized teams working centrally, and regional HR offices left to work more autonomously. “Fewer HR people are working across the range of international environments,” she says.Such reductions in HR departments can exacerbate the problem of finding and keeping high-flying international staff. US companies are already working hard to deal with this issue – most of the 10 companies in Fortune magazine’s “World’s Most Admired Companies” see retaining key staff as a vital weapon in the war for talent. One example is US retail giant Wal-Mart, which began an international expansion campaign 10 years ago and now has about 1.1 million employees worldwide. In the past year, the company has changed its personnel philosophy, putting the emphasis on retaining and growing staff, rather than on a “hire, hire, hire” strategy.To achieve this, Wal-Mart focuses on how employees adapt in their first 90 days with the firm. They are linked to experienced employees who act as mentors, and assessed after 30, 60 and 90 days. This initiative has helped reduce the company’s attrition rate by 25 per cent.Combining flexible recruitment methods with a consistent approach to developing international staff once they are in post is crucial, according to Peter Reilly, principal research fellow at the Institute for Employment Studies. “To me, the key issue is developing staff in post,” he says. “You need their loyalty – and it can be hard to keep the loyalty of international staff.”Using your resources to develop staff when they are in post is essential. And you need to rethink succession planning so that staff from a non-standard background get a chance to take on senior management roles.”The war for talent isn’t just a US phenomenon, of course. UK firms with a global reach are also in the international market to find and recruit the best staff. For instance, Cable & Wireless, which employs some 41,000 people worldwide, has built in so much geographical flexibility into its employment policy that it has only 300 staff working on traditional ex-pat contracts. While Cable & Wireless Global – the division responsible for business in the US, Japan and Europe (including the UK) – has 15,000 employees, its sister operations in the Cable & Wireless Group have staff working in the Caribbean, the Middle East, the Pacific, the Indian Ocean and Australia.”The decisions about where we go now involve going to the location where skills exist, and seeing how tight a market it is,” explains Brian Siller, vice-president of global HR with Cable & Wireless. “If the skills are only found in certain places, we have to set up there even if the recruitment market is tight. In the US, for instance, it’s difficult to recruit and hold staff, but we need to do it.”But where it’s not necessary, we can go to where the labour is available. For example, we have set up a multilingual service centre in Shannon, in west Ireland. We didn’t import staff to work there, we recruited locally, taking on local staff with language skills, and foreign nationals already living there. And there are a variety of nationalities in most locations of the world.”In simple terms, making international recruitment work means knowing who you are looking for, where to look and how to attract those people when you find them. This is equally true if you are taking on staff within your own national boundaries. But Chris Bristow, director of careers management at the London Business School points out that matching the applicant with the post is more challenging if you are working across the globe. He believes it’s essential to develop a process which uses the experience of staff working in the relevant region.”Getting the right fit is vital,” he says, “and we do find that global companies recruiting for their Indian office, for example, will bring in people from that office, either physically or via video conferencing. It’s difficult for UK HR staff to make recruitment decisions without their help.”Bristow believes that second interviews ought to take place in the region where the job is to be carried out. “Applicants need to get a real feeling for the culture. Flying them out is an additional expense, but one which needs to be built in,” he stresses.Making global recruitment effective clearly means thinking beyond techniques traditionally used in the UK. So what additional skills do HR staff need? According to Chris Brewster, Professor of International HRM at Cranfield Business School, awareness of the changing mechanisms used is essential, together with a broad knowledge of international employment credentials. “The Internet is increasingly important – more than half of firms are using this to widen their search, and aren’t looking for applicants from just one country,” he says. “This is particularly significant in the EU, because there are no restrictions on work permits there.”And HR staff also need to be more aware of the value of international qualifications. For instance, in the academic world, it’s hard to know how much the value of a PhD varies from country to country.”The means of advertising posts can also be a minefield, warns Brewster. “An ad which looks very amusing in the UK could look to German applicants as if the company has no confidence in itself,” he warns. “While in Portugal, where the first thing job-seekers do is ask their friends and family what’s available, you may miss the best people altogether.”Terry Lawes, international relationship manager with global recruitment firm TMP Worldwide, believes that firms need to work hard to get this right. “The wider the recruitment advertising and communications agency network is, the more likely it is to succeed,” he says. “Lawes advises firm to reconstitute their recruitment advertising messages with great care. “A straitjacket approach simply won’t work,” he says.Using alternatives to job ads is also important. Companies like Cable & Wireless and Microsoft have employee referral systems to spread the word about vacancies as widely as possible. This involves announcing internal vacancies via the company intranet, and encouraging employees to recommend friends, family and former employees to apply. “It’s a form of very cost-effective, orchestrated networking,” says Brian Siller of Cable & Wireless.In spite of all the talk about “cultural awareness” many companies, particularly the major US firms, still believe company culture is more important than local variations in working styles. Though taking this line goes against the more politically correct pronouncements on the subject of cultural difference, it does make recruitment easier. For instance, if Microsoft UK finds impressive new recruits, it will place them anywhere in the world. “Our strategy for employment is that if we find the right person for Microsoft, and there is no suitable vacancy here in the UK, we will refer them to a job in Europe or the US,” says group human resources manager Beverly Stratton. “This applies both to existing staff and new applicants.”But Gary Luddington, a partner with international headhunting firm Odgers, Ray and Berdston, thinks that moving employees to an unfamiliar country is fraught with problems. “Placing people in overseas posts is high maintenance,” he says. “Companies have to pay high salary, plus school fees, housing costs and a range of other expenses.” This will vary, depending on the location, but a low cost of living doesn’t necessarily mean a cheap employee. “You have to pay people more in hardship areas like Russia, Eastern Europe and China,” he points out.And Luddington stresses that attitudes to working overseas are changing. Many people are actually more reluctant to uproot their families than they have been in the past – particularly if their partner is also established in a career. “We don’t have a problem identifying people – we have the databases and the contacts to get hold of people anywhere in the world,” he says. “The greater issue is persuading people that this is a good career move. After all, if you are headhunting someone, then by definition they are doing well where they are.”So what demands does all this made on HR staff? Do they need skills which are specific to international recruitment? Russell Andrews, head of HR resourcing at recruitment company Macmillan Davies Hodes, thinks cross-cultural awareness is the key. “You do need some additional technical knowledge about compensation practices, employment law, and employment practices, which vary from country to country,” he says. “But you can learn all this very quickly. Cultural sensitivity is what HR people need most of all and you get this from experience.”Clare Chapman of Tesco says her company is beginning to develop HR staff with global experience. “It is a process of evolution,” she concedes. “But there is more international movement of HR staff. “In the past three weeks, we have appointed an American to work in the HR department in Thailand, and we have also set up a resource pool, which is a way of moving people across the business to work on different projects.” This is a move which is welcomed by Terence Brake, vice president of global development specialist TMA. “The people I find most difficult to train are those who have no global experience at all,” he says. “You can talk about cultural differences till you are blue in the face, but people who have no international knowledge whatsoever have no frame of reference.”Awareness of cultural difference is particularly important during the selection process, stresses Brake. “You can’t make the usual assumptions about body language in an interview if you are working cross culturally,” he says. “It’s easy to make false attributions – for instance, you can’t interpret silence as passivity or ignorance, or failing to make eye contact as being untrustworthy.”Understanding where your potential recruits are coming from also means taking their age into account. Increasingly, younger employees are concerned about the ethics of global firms, and are unwilling to sign up to jobs which will consume all of their time and energy.”Senior management may embrace globalisation and the freedom it advocates, but HR managers need to re-define new employment contracts,” says Dr Elena Antonaopoulou, lecturer in human and organisational analysis at Manchester Business School. “There is more pressure on organisations to negotiate with staff to win their loyalty and commitment, and employees will be more assertive about choosing where they want to work and moving on.”Global firms also need to convince young recruits they are ethical employers. Your average MBA student is unlikely to have joined the 15,000 protesters at the World Bank/IMF conference held in Prague in September. But he or she may well share their concerns. It’s no longer good enough to simply ignore criticisms that globalisation is the cause of world-wide inequality, enabling trans-nationals to shop around for cheap employees. Interviewers may well find bright young graduates asking them what their company is doing about the fact that billions of impoverished workers in Third World countries earn less than £1.40 a day. But according to Simon Hamm, head of careers and placement at the European Business School, graduates are often frustrated in their quest to get the low-down about a prospective employer. “We have graduates from all over the world who are keen to work for global employers,” he says. “But they need more than just the brochure, the web site and the presentation. It is not enough for firms to say ‘we want dynamic graduates’ – they have to give applicants hard information.”Hamm says applicants also want to see fair, consistent recruitment policies. There are still companies which seem to be unclear about who they want, and bigger, more complex global organisations can be the worse culprits. “At the moment, we do find that line managers in some companies take a different line to HR people,” he comments. “We find that, for instance, the head of mergers and acquisitions may say, ‘I want to recruit this student’ and there is a clash with HR. Or the opposite happens, and they aren’t taken on via the conventional route, but work for the head of the Russian desk, impress that person and are eventually offered a permanent position. The issue is who decides the recruitment strategy?”Linda Holbeche of Roffey Park shares this concern. In the end, the success of global recruitment depends on the strength of communication within trans-national companies, she believes. And if communication is weak – then HR departments must take the initiative. “If there are relatively informal links between local and global offices, it falls on HR people at head office to build networks with fellow HR practitioners working in different locations,” she says. “You have to reach out and create relationships with people in local offices who may be hostile to the centre.”Networking with senior people closer to home is also vital. “Be prepared to use the influence of senior managers – you need to build relationships with key players in the business, and learn to understand the business so that you can sell your strategy to them,” advises Holbeche.”The Achilles heel of HR managers is that they are often cut out of the loop because they are seen as lacking the business awareness which senior managers are looking for.” The international manager a checklist of ideal attributesConflict resolution skills particularly important in a cross-cultural setting in which both misunderstandings and racial tensions may play a partAbility to communicate important with staff at all levels, including those for whom English is not a first languageFlexibility and open mindedness managers need to understand trends and new directions in technology and see their potentialBroad understanding of business needs a knowledge of financial resources, marketing and distribution practices, political and cultural influences and international economicsInterest in and willingness to try new things both in corporate and cultural terms. This isn’t a job for someone who wants to stick to familiar territory, in any senseAbility to cope with stress international leadership involves a great deal of travel, upheaval and stress. Executives have to be prepared to spend long periods away from homeTolerance for ambiguity anyone in this role needs to speed up business development where possible, by exploiting and adapting learning between different countries and markets.Language skills even if English is the corporate language in many firms, knowing other languages shows commitment to valuing different culturesExperience of living or working in other countries, or strong interest in other cultures and lifestyles. Anyone with a strong commitment to global working and global thinking is likely to have travelled and experienced different culturesAdapted from Towards Global Leadership by Caroline Glynn and Linda Holbeche, published by Roffey Park