Bellway South London is offering ‘smart homes’ to buyers via a new hyperfast broadband partnership, it has been revealed.The developer will be providing day one access to gigabit broadband speeds across its new housing developments. This will enable its future residents to get the best smart home experience.It is partnering with Hyperoptic, the UK’s leading residential gigabit provider.Hyperoptic’s full fibre approach enables symmetrical gigabit broadband services – 1,000Mbps – which is over 27x faster than the average speed a UK consumer receives today. With these speeds, HD movies can be downloaded in seconds and families can simultaneously access the Internet, without any frustrating slow downs, buffering or timeouts.Residents will be able to access services the day they move in and enjoy the digital broadband service free for the first three months at Solomon’s Seal in Broadbridge Heath, Trinity Quarter in Guildford, Ikon in Croydon, Walton Park in Walton on Thames and Little Meadow in CranleighConnectivity is now one of the key factors that inform whether a homebuyer purchases a property. In a survey of 2,000 UK adults by OnePoll, for Broadband Genie, 49 per cent of the respondents said they wouldn’t purchase a property without access to fast internet access.Nicky Chapman, Sales Director for Bellway’s South London division, said, “We appreciate how important it is for buyers that they have a fast connection, and that’s why we’re making sure it’s available for our new residents.”Read more about broadband provision in the UK. hyperfast broadband smart homes Bellway South London broadband smart housing 2018-06-21The Negotiator Related articles Calls for ‘green belt’ to be explained to public29th April 2021 Young entrepreneur launches UK’s first ‘modern’ land buying and selling portal15th April 2021 Retail and pub re-openings sparked newbuild sales homes surge yesterday13th April 2021What’s your opinion? Cancel replyYou must be logged in to post a comment.Please note: This is a site for professional discussion. Comments will carry your full name and company.This site uses Akismet to reduce spam. Learn how your comment data is processed. Home » News » Land & New Homes » Are these the fastest new homes in the south? Are these the fastest new homes in the south?21st June 201802,147 Views
The baking industry could do its bit to combat cancer by including extracts from mangos in a range of products. Mangos are rich in antioxidants and dietary fibre, according to new scientific research.The Journal of Cereal Science reported that, during the research, mango peel powder had been used to make soft dough biscuits that passed a consumer acceptance test. “It may be concluded from the present study that mango peel powder could be incorporated up to a 10% level in the formulation of biscuits, without affecting their overall quality,” scientists from India’s Central Food Technological Research Institute stated.Confirmation of the high concentration of dietary fibre in mango extracts comes amid mounting evidence that dietary fibre can help combat cancer and cardiovascular disease.However, a survey by Columbia University showed the average daily intake in the US was 12.5g, which falls well short of the 32g recommended daily intake advised by the US National Fibre Council.Researchers from Venezuela and Ecuador previously extracted dietary fibre from unripe mangos and incorporated it into cookies and bread with favourable results. These were published in the journal LWT ? Food Science and Technology, published by the International Union of Food Science.
Let me start by passing on the PM’s apologies – I know she wanted to be here to address you this afternoon, but events have dictated otherwise.But I am delighted to be back here in Davos……and to have the opportunity to address you once again.Professor Schwab first invited political leaders to what would become the World Economic Forum in January of 1974.It was a more leisurely affair in those days…In between skiing, the group of leaders who gathered here in 1974 were grappling with profound economic and political uncertainties:…the energy crisis……sky-high inflation……the collapse of the Bretton-Woods consensus.And here we are, 45 years later……grappling with profound economic and political uncertainties!Plus Ça change!Closest to home, the terms of Britain’s withdrawal from the European Union remain unresolved, as the deadline looms ever larger.More broadly, the global economy is slowing……and the threat of rising protectionism is increasingly affecting patterns of trade.And the impact of the coming wave of technological change on our societies and our economies is becoming ever more apparent……bringing with it both challenges and opportunities.But I want to argue today that even against this rather inauspicious backdrop, Britain can – and will – prosper in the years ahead.The fundamentals of our economy are strong.Its resilience through the turbulence of the Brexit process has been particularly noteworthy……and its growth prospects, according to the latest IMF forecast – providing we approve a deal with the EU – look perfectly respectable alongside our G7 peers.Our commitment to free and open markets is deep and enduring.And we are at the front of the pack in preparing our economy for the technology change.So my message today is this: Britain is a great place to do business.And we are determined, as we leave the European Union, to make sure that it remains that way.Let me begin with the subject that is uppermost in everybody’s mind – Brexit.It’s clear from our soundings last week that while Parliament has voted against the PM’s deal……it has not yet formed a clear view of what it is in favour of.Next week, we will see various interventions by backbenchers.Some of which will attempt to create a mechanism for Parliament to express its view of the way forward.And in the meantime the government will continue to pursue a negotiated settlement that is likely to be acceptable to Parliament.And believe me, I understand the perplexity with which many of you, as business leaders, view the politics of Brexit.And I feel your frustration at the process and I have to say I share much of it!But politics doesn’t work like business.And while I am pretty clear what all my business interlocutors are seeking is an economic fix……I want to explain to you this afternoon why we need to get the politics, as well as the economics, of this process right.Because even from the narrowest interpretation of business interest, it would be a Pyrrhic victory indeed to deliver a Brexit that appeared to meet the needs of the economy……but which shattered the broad consensus behind our country’s political and economic system.In the 2016 referendum a promise was made to the majority who voted for Brexit – that they were voting for a more prosperous future.Not leaving would be seen as a betrayal of that referendum decision.But leaving without a deal would undermine our future prosperity, and would equally represent a betrayal of the promises that were made.And that is why I, having campaigned vigorously to remain, in the referendum have come to believe that the only credible and sustainable solution is for us to leave the European Union.To honour the referendum decision but to do so in a way that protects our economy in order to allow us to deliver that future prosperity that those voters were promised when they voted to leave the EU.The only sustainable solution is a negotiated settlement with the EU:A deal that supports the economy, protects jobs and allows us to continue a close trading partnership with our European neighbours.Now to do that right now, we need to find a way around the impasse over the backstop.And if we are to do so, it will take ingenuity and flexibility on the part of the EU.As well as a spirit of compromise on the part of some of my colleagues.It is surely in our national interest, all of us, to preserve faith in the political system and the democratic process……as well as protecting our economy as we leave this process……Surely in our interest to move forward to agree a negotiated Brexit that is a compromise that can begin to heal the nation and heal both political parties.Failure to do so could lead to instability, populism (political content removed).I know that for many business leaders……right up there alongside the question of access to European markets……is the question of access to labour.Openness to global talent is a fundamental feature of the UK economy.Migrants have made a huge contribution to our country over our history – and they will continue to do so in the future.But at the same time, one of the messages that almost all politicians divine from the Referendum result……is a concern about our ability to control European Union migration: less, I personally think, about absolute numbers and more about a sense we have lost control of our own borders.And so we have to be clear that as we leave the European Union, free movement will end……although I can assure you that short-term mobility for both business and leisure will continue.And the immigration white paper, published in December, offers a pragmatic way forward.First, while it constructs a universal framework for future migration control, it does not rule out the possibility that future trade deals – including with the EU – might make provision in this area.Second, it proposes a skills-based immigration system – where it is workers’ skills that matter, not which country they come from.And third, we have announced an extensive consultation into where the threshold for the highly skilled tier should be set……and how we should deal with the challenge presented by the economies need for intermediate-skilled workers:The technicians; the carers; the chefs, the construction workers and the myriad others whose skills we badly need – but who often earn less than £30,000.Business should be hugely reassured by this commitment to engagement.And particularly to a twelve-month consultation period.So, while free movement is ending, the detail of what will replace it remains to be decided.And business has a real opportunity to help shape the policy.But if I may say so, it will only do so if it engages effectively and presents a clear consensus from the business community.So I urge you, collectively, to seize the opportunity to engage with this consultation……and to bring forward constructive, consistent and evidence-based proposals.Let’s work together to design a system that responds to public concerns about immigration……but also protects our economy and our businesses……and becomes a part of the UK’s competitive advantage for the future.While negotiating Brexit it must of course be the immediate priority, we must also deliver a message to the British people and to our trading and investment partners, about Britain’s future, beyond Brexit.And it is a future based on a fundamentally strong economy.One that has grown continuously for the past eight years……with employment breaking records again just this week……and wages now thankfully rising significantly faster than inflation.The world’s fifth largest economy, ranked the 8th most competitive by the WEF……which between 2015 and 2018, attracted more Foreign Direct Investment than any other EU nation, and more than France and Germany combined.These achievements are not an accident.They are the result of a deliberate economic strategy by this government:…to deal with the deficit so that debt is now falling……to cut taxes on the wages people earn……and on the businesses that employ them……and deliver an Industrial Strategy, that is tackling the productivity challenge head on to sustainably improve our competitiveness, and hence the living standards of our people.We are driving investment through initiatives like the National Productivity Investment Fund……the biggest sustained programme of public sector investment since the 1970s……and our commitment to 2.4% of GDP as R&D spending.I am not, for one moment, complacent about our economic performance……especially as we see increased risks in the global economy, and lower forecasts for global growth……and I certainly recognise that continued Brexit uncertainty is taking a toll.But that should not obscure the strong foundations we have built for the future……foundations that will ensure our economy grows and prospers, whatever the future has in store for us.That prosperity will be sustained by a deep and enduring commitment to free and open markets, to intelligent and appropriate regulation, and to a globally competitive tax system.We know that the free market is the only way to deliver the high-wage, high-skill economy of the future.And that Free Trade is the way to spread prosperity globally.(And by the way, the quickest way to boost global growth right now would be to liberalise trade in services).But we also know that to maintain public trust in the free market, we must make sure that the rules of the game evolve to keep pace with the changing nature of the economy……especially when there are populists waiting in the wings to propose radical – and dangerous – so called “solutions” in response to every perceived failure.For example, it is clearly not sustainable or fair that global digital platform companies can generate substantial value in the UK, without paying UK tax on their earnings.That’s why the UK has been leading attempts to deliver international corporate tax reform for the digital age.But pending that global agreement, we have introduced a UK Digital Services Tax……to make sure that global tech giants, with profitable businesses in the UK, pay their fair share towards supporting our public services.And now the French have followed us – with a tax broader in scope and with higher rates.We are also conducting an external Review of competition policy in the digital economy……to examine the impacts of the emergence of a small number of dominant players in digital markets……and how we can ensure that competition plays its proper role in driving business innovation and expanding consumer choice……so that the economy as a whole benefits from new technologies.These initiatives show our determination to remain at the cutting-edge of these policy debates – and of regulatory solutions.Demonstrating in deeds, not just words, our commitment to build a digital economy that works for everyone.I spoke to you last year about the opportunities of the fourth industrial revolution:About how technological advances will lead to a revolution in the way we live and work……with Artificial Intelligence transforming everything from factories to hospitals……and in turn boosting our productivity and our living standards.But I also spoke about the challenges that this revolution represents……and how they link to some of the concerns that drove the Brexit vote.About the need to address fears that automation and new technology may bring, not higher wages, but mass unemployment……and that as new technology drives greater productivity improvements, the returns may flow to capital, rather than labour.In Britain, we are taking these concerns seriously.We are providing investment of course to build on the UK’s position as a world-leader in innovation and new technology:We have announced £1.6 billion funding in science and innovation and £950 million in our Artificial Intelligence sector deal……and £50 million for the new Turing Artificial Intelligence Fellowships, which will attract and retain the best researchers from around the world.But we can and must go further.Artificial intelligence could add $15.7 trillion to the global economy by 2030.But only countries with the most advanced digital skills will fully realise these benefits. And we intend that Britain will be at the front of that cohort.So I can announce today that in addition to the Turing AI fellowships……we will commit £100 million to establish 1,000 new PhD places in centres across the UK……to create the next generation of AI innovators and build on the established research excellence of Britain’s universities.The potential prizes of the 4th industrial revolution are great, but we can only seize them if we can take our public with us.So we are also taking action to manage the impact of technological change on Britain’s society and economy……by investing in programmes like the National Retraining Scheme – which we are delivering in partnership with the CBI and the TUC – to provide employers with the skills they need as the economy evolves……and to reassure workers that they won’t be abandoned when the technological revolution reaches their job.And the new ‘T Levels’, which will also – admittedly decades too late – import into the UK’s technical education system important lessons from Germany, Scandinavia and the US.And Britain is also leading the debate on the ethical challenges of the Fourth Industrial Revolution.With the establishment of the Centre for Data Ethics and Innovation……and through the Regulators’ Pioneer Fund, we are leveraging Britain’s track record of regulatory innovation to deliver a competitive advantage for our future economy.So in conclusion the future of Britain’s economy clearly depends on making a success of Brexit.But that is a necessary, not a sufficient condition for a prosperous future.If we look up for a moment from the immediate challenge of Brexit, we can see profound change ahead – and enormous opportunity.And Britain is leading the way into this future.Investing in new technologies……promoting, not abandoning our commitment to free and open markets……taking action to manage the impact of profound technological change…… building on our strong economic foundations.And, when the economic history of the first half of the 21st century comes to be written, it will not be about Brexit.It will be about a technological revolution of a speed and impact the like of which the world had never seen before……a revolution that touched every aspect of our society, our economy, and our politics……and if we get it right, it will be the story of how we in the UK leveraged our historic strengths to manage this change……and to place Britain at the forefront of it……as a nation ready for the future…… a great place to do business.Thank you.
In September 2010, The Vermont Businesses for Social Responsibility (VBSR) teamed with Local First Vermont to publish a coupon book for the Chittenden, Addison and Washington counties area. The book offers approximately $2,300 in coupon savings, and a business directory of locally owned, independent businesses.‘Most Vermonters know the importance of buying local. This book just helps them to do that,’ said of VBSR. Both consumers and business owners alike reacted so positively to the book that VBSR is in planning for the second edition.Local First Vermont is a group of business owners and citizens who believe in the importance of supporting locally owned independent businesses and has been a leading voice in Vermont’s ‘Buy Local’ movement. They joined forces with VBSR in 2009.‘When we buy locally we are not just benefiting the business, but the community at large,’ said Pfeiffer-Norrell. ‘Local business owners are our neighbors. The Buy Local Coupon Book supports our local economy, and during these economic times I think it’s more important than ever that we support each other.’The 2010 coupon books are still available at the price of $10 and can be purchased at a variety of stores in the three counties; a list of the stores selling the book is available at www.LocalCouponsVT.com(link is external). Coupons are valid until September 2011.For more information, contact at [email protected](link sends e-mail) or Owen Milne at [email protected](link sends e-mail), or by calling (802) 862-8347.The Vermont Businesses for Social Responsibility (VBSR) is a non-profit, statewide business organization with a mission to advance business ethics that value multiple bottom lines ‘ economic, social and environmental. It strives to help members set a high standard for protecting the natural, human and economic environments of the state’s residents, while still remaining profitable.Founded in 1990 by a group of business people who believed businesses have as much responsibility to workers, communities and the environment as they do to being financially successful, VBSR is the oldest and largest regional association of values-led businesses in the country. It has over 1,200 members, which collectively employs 13% of the state.
ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr by: Michael OgdenNever….never, ever rely on one social media platform.Are you all Facebook or all Twitter or even all Google+? There were times when you could get away with that, but those days are now numbered, if not gone completely. But, you say “our audience is so engaged with us on Facebook and we’ve put so much effort in growth there.”That’s all great that you’ve dedicated time and effort into building your audience. But there’s trouble ahead. The first sign for you should have been when Facebook bought Instagram for $1 billion, WhatsApp for $19 billion and then WaveGroup Sound for an undisclosed amount last fall. My point? They are diversifying because soon they will not be the Facebook you’ve been using.Facebook, like Google+ has already announced, will most likely break into pieces to appeal to music-lovers, texting addicts and photo hounds. Google+ is doing the same. Recently, Google+ announced they are splitting their Streams and Photos into stand alone products. Business 2 Community has a nice write-up about what that means for you: “What the Pending Demise of Google+ Means for PR and Marketing.”Why would Facebook do something like this?My best guess is the main reason falls into the demographics issues they are having on the platform. Teen user numbers continue to fall each quarter and that’s why they tried buying Snapchat for $3 billion (but Snapchat declined). Yet the Instagram purchase has worked out well for them. Those numbers look great. And texting? Holy crap, that’s the number one way younger generations communicate. And this is where WhatsApp comes in! continue reading »
ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr Mobile banking is something that has been around for a while. But the fact is, with advances in mobile technology and the growing sophistication of customers, Mobile banking is not ‘nice to have’ but a ‘need to have’ moving forward.And Mobile-First is becoming the best way to build out your entire PFM platform.If you’re not on a strong, forward-looking mobile platform, you’re going to miss out on the lion’s share of Gen Xers that use mobile banking. Gen Xers are basically 36-56 year olds. And remember, these are the peak earning years for most people, which means these are your best customers when it comes to marketing products.According to Statista, 80% of this key demographic currently use mobile banking services. continue reading »
On Tuesday, I read an opinion piece from CUNA President/CEO Jim Nussle suggesting that we eliminate field of membership (FOM) requirements. This was based upon the Supreme Court upholding the NCUA’s 2016 field of membership rule.Nussle goes on to point out that the Federal Credit Union Act focuses more on our overall mission “to promote thrift and provide access to credit for provident purposes” than field of membership. He also suggests that FOM definitions were directly tied to credit-worthiness, at a time when we didn’t have the tools we have today. When I was explaining what a credit union really is to a marketing friend of mine that knew nothing about our structure he summed it up pretty nicely “It’s like borrowing from your friends, co-workers, family or neighbors, only in a less awkward way.” Precisely! That is what field of membership did for us. I started my career in credit unions 40 years ago, and I can tell you that “common bond” matters when it comes to the success of a credit union, especially in the early stages. Early on I worked for United Grocers Credit Union, $4 million in assets. It was really a co-op for co-ops. United Grocers was designed to help independent grocers (mom and pop shops) compete with the big chains by pooling resources and leveraging buying power with volume. When a new employee started at UG they were instructed to open an account at their credit union so they could deposit their paycheck automatically. You can’t get better marketing than that. We promoted thrift by encouraging new members to “pay themselves first” before dumping their entire paycheck into checking. We had a credit committee (a kind of jury of their peers) that reviewed loans outside of our guidelines and decisions were indeed made based on their employment history, their probability of future employment, what they were purchasing (was it a provident purpose?), what is their history with the credit union? By his argument FOM definitions have become obsolete because we have this great tool called the credit score now so we can manage risk another way. Let me first say that I’ve always admired Mr. Nussle and don’t envy his position today as the leader of the trade association that is charged with representing all credit unions in the United States. However, I was really taken aback at the notion that we should eliminate completely one of the few differentiators left to help define our unique cooperative structure. There are two points of contention in my view. First is the notion-the credit scoring system we use today is sufficient. Under the old system (clearly defined common bond) we would make a 20-year-old a loan to buy their first car in a heartbeat. We knew them, we knew where they worked, the likelihood they would be able to pay off the car based on that information. They had no credit, they were just starting out. We also knew that by taking a chance on this young kid starting out, we were likely building lifetime loyalty. Today we won’t touch that loan because everyone is born with a credit score of zero. If you look at most credit unions’ balance sheets, their loan yields are woefully low because they are primarily loaning to A and A+ paper (older people with established credit history). The average age of a credit union borrower is 3 – 5 years OLDER than the average age of the credit union member (which nationally is still 47, or too old). Credit scores, in my opinion, are flawed and have hurt us more than helped us. They were originally intended to help “price” the risk, but were used to judge and deny, especially by the banks who did not have the type of relationship with a customer that a credit union has with a member. I have argued that the loosening of common bond has interfered with the true definition of a target audience (from a strategic marketing perspective). When it was teachers, that was pretty specific and easy to market. When you have a FOM description that states “Anyone who lives, works or worships in a five county area”….well, not so much. Thus the proliferation of “shiny happy people stock art” on most credit union’s websites. They all pretty much look the same. The second notion I’m not a fan of is eliminating our history. In other words, many times I’ll go to a credit union’s website and click on the “About Us” page only to read this rhetoric “We are a not-for-profit financial institution owned and operated by our members with a volunteer board of directors.” What I love to read is “In 1936, five school teachers deposited 6 dollars each to charter the credit union.” This was field of membership, the founders, our history. Let’s not erase it. Also, we need to START new credit unions and the timing couldn’t be better. History is repeating itself and we are dangerously close to mirroring the Great Depression in terms of overall unemployment rates. Credit unions BOOMED after the Great Depression. Why? Common bond. People really needed to help other people. I do see a great opportunity with the looser common bond definition but still see it is a critical piece to defining the market, or the cause if you will.Consider this…one of the hardest hit industries in America right now is hospitality. Restaurants, hotels, transportation. They are bonded in this crisis. And credit unions in their purest form can be summed up in this way: those that are able to deposit money in the credit union will get a reasonable rate of return so that those members that need to borrow money can get a loan (regardless of their score) also at a reasonable rate. If a new credit union were to start today, say the National Restaurant Association CU, I would imagine with our financial cooperative structure that it could be very successful and a wonderful way to tell the REAL story of the financial cooperative movement. All tied to a common bond and people helping people in a time of financial crisis. 4SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Denise Wymore Denise started her credit union career over 30 years ago as a Teller for Pacific NW Federal Credit Union in Portland, Oregon. She moved up and around the org. chart … Web: www.nacuso.org Details
The village asks residents who live in these areas to run cold water throughout their homes to clear out and discolored water. ENDICOTT (WBNG) — The village of Endicott is alerting residents of two water main breaks that occurred Wednesday. For the most up to date information, click here. In a Facebook post, the village says the water main breaks occurred on the 1600 block of Riverview Drive and the 800 block of Hill Avenue.
WWF Adria is starting the implementation of a project to reduce food waste in hotels in Croatia and Serbia, and is looking for a consultant or organization experienced in implementing sustainable solutions in the hospitality sector.WWF will help develop and implement solutions focused on preserving hotel food, based on principles HotelKitchen.”The person we hire will work closely with selected hotels and employees in the process of changing to a zero waste solution strategy.” points out WWF Adria.A description of the required qualifications (see attached), send applications to [email protected] by October 30, and point out “Hotel Food Conservation Program Consultant” as a subject, conclude WWF Adria.Side dish: Job description of a consultant in the Food Waste program of WWF Adria
Scheltema said pension funds should be more persistent in recruiting female trustees, and urged women to consider taking up a board seat “as pension funds are very interesting from a governance point of view and offer many part-time jobs”.She stressed that not all board members had to be financial experts, and that other competences, such as communication, administration, and financial housekeeping, were also needed.The monitoring committee also highlighted problems with communication in several areas. A quarter of the pension funds it surveyed hadn’t accounted for how far they had come in reaching goals mentioned in their vision, strategy, and mission.Scheltema said pension funds had communicated “fairly” about the possibility of rights discounts, but said that there was room for improvement. She cited her own uniform pension statement as “not being the best example of clarity yet”.In the interview, the chair of the monitoring committee also noted that 40% of the pension funds hadn’t contributed to the survey.“Some of them had a sound explanation, pointing out for example that they were busy with a merger, but others haven’t provided clarity about why they hadn’t co-operated,” the FD quoted her as saying.Scheltema acknowledged that pension funds were already facing an enormous administrative burden, but stressed that the committee had only made inquiries about a “limited number” of the 83 norms of the code.The code for pension fund governance was introduced in 2014, and received legal backing in the same year. Dutch pension funds are still falling short in implementing diversity requirements contained in the Netherlands’ code for pension fund governance.The monitoring committee responsible for the code concluded that there was room for improvement regarding the representation of women and younger participants on pension fund boards.It found that no more than 55% of the 150 surveyed schemes had appointed a female trustee, while just 33% had a board member aged under 40.In an interview in Dutch financial news daily Het Financieele Dagblad (FD), Margot Scheltema, the committee’s chair, emphasised that the introduction of diversity onto pension funds’ boards was happening “far too slowly”.